A Lean Approach to Improving SE Visibility in Large Operational Systems Evolution
Lane, Jo Ann
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It is often difficult to understand the status of capability development in large operational systems. Schedules are rarely stable. This is due to factors such as: the size and complexity of capabilities; unexpected changes in priorities; depth of supplier chains; variety and availability of special engineering resources; contract structure; and the inherently complex nature of such operations. Lean approaches use the concepts of work in progress (WIP) and capacity to maximize flow through a process. Under certain circumstances, these concepts can be applied to systems engineering and development processes. This paper describes an example implementation of the concept in a large health care system of systems. To enhance both visibility and flow, the approach utilizes visualization techniques, pull-scheduling processes, and a services approach to systems engineering.
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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